Analyst Day Salt Lake City, UT Distribution Center

August 13, 2013

Forward Looking Statements We claim the protection of the safe-harbor for forward-looking statements within the meaning

of the Private Securities Litigation Reform Act of 1995. You can identify these statements by

forward-looking words such as “expect,” “believe,” “anticipate,” “should,” “plan,” “intend,”

“estimate,” “project,” “will” or similar words. In addition, statements contained within this

presentation that are not historical facts are forward-looking statements, such as statements

discussing among other things, expected growth, store development, integration and expansion

strategy, business strategies, future revenues and future performance. These forward-looking

statements are based on estimates, projections, beliefs and assumptions and are not guarantees

of future events and results. Such statements are subject to risks, uncertainties and

assumptions, including, but not limited to, competition, product demand, the market for auto

parts, the economy in general, inflation, consumer debt levels, governmental regulations, our

increased debt levels, credit ratings on public debt, our ability to hire and retain qualified

employees, risks associated with the performance of acquired businesses, weather, terrorist

activities, war and the threat of war. Actual results may materially differ from anticipated

results described or implied in these forward-looking statements. Please refer to the “Risk

Factors” section of our annual report on Form 10-K for the year ended December 31, 2012, for

additional factors that could materially affect our financial performance. Forward-looking

statements speak only as of the date they were made and we undertake no obligation to

publicly update any forward-looking statements, whether as a result of new information, future

events or otherwise, except as required by applicable law.

2

O‟Reilly Analyst Day – Agenda

• Meet & Greet with Management 8:00 – 8:30

• Management Presentation and Q&A Session 8:30 – 10:30

• Distribution Center Tour 10:30 – 11:00

• Light Lunch with Management 11:00 – 11:45

• Store Tours 11:45 – 2:00

• Shuttle to Salt Lake City Airport 2:00 Sharp

3

Introductions and Industry and

Company Overview:

Greg Henslee President and Chief Executive Officer

4

Management Team Present Today

Name, Title and Years of Experience in the Automotive Aftermarket Industry

Greg Henslee – President and CEO 32

Tom McFall – Executive Vice President of Finance and CFO 15

Jeff Shaw – Executive Vice President of Store Operations and Sales 29

Keith Childers – Vice President of Western Store Operations and Sales 36

Jeremy Fletcher – Vice President of Finance and Controller 8

Scott Kraus – Vice President of Real Estate Expansion 15

Doug Ruble – Vice President of Advertising and Marketing 6

Kody Kirkham – Regional Director - Stores 14

Larry Boevers – Regional Director - Distribution 19

Jason Pahl – Distribution Center Manager 18

5

Company Overview

• 4,087 stores in 42 states as of June 30, 2013

Store Count

• 24 Distribution Centers

Distribution Centers

• Over 60,000

Team Members

• $6.39 billion as of June 30, 2013

Last-Twelve-Months Sales

• 58% and 42% as of June 30, 2013

• 65% and 35% as of December 31, 2009

• 52% and 48% as of June 30, 2008 (prior to CSK acquisition)

Do-It-Yourself versus Do-It-For-Me Split

• $6.1 billion as of June 30, 2013

Total Assets

• $14 billion at August 5, 2013

Market Capitalization

6

Industry Drivers Continued Aging of U.S. Vehicle Population:

Better engineered vehicles, which can be reliably driven at higher miles, have led to a continued aging of the vehicle fleet.

34% increase in miles driven from 1992 to 2012

$3.57 - average gas price as of August 5, 2013

Flat miles driven year-to-date through May of 2013

U.S. Miles Driven and Gas Prices:

8

8.5

9

9.5

10

10.5

11

Cars Light Trucks

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012 Source: AAIA Factbook

Mil

es d

riv

en i

n t

rill

ion

s

G

as

pri

ces

in d

oll

ars

per

ga

llo

n

Av

era

ge

Ag

e

Source: Dept. of Transportation and Dept. of Energy

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

1.0

1.5

2.0

2.5

3.0

3.5

19

92

19

93

19

94

19

95

19

96

19

97

19

98

19

99

20

00

20

01

20

02

20

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

11

20

12

Miles Driven Gas Prices

7

Industry Landscape Top Ten Auto Parts Chains

1. AutoZone Inc. (5,109)

2. O‟Reilly Auto Parts (4,087)

3. Advance Auto Parts (3,990)

4. General Parts Inc./ CARQUEST (1,142)*

5. Genuine Parts/ NAPA (1,100)*

6. Pep Boys (767)

7. Uni-Select (446)

8. Fisher Auto Parts (406)

9. Replacement Parts, Inc. (155)

10. Hahn Automotive Warehouse (93) Source: AAIA Factbook or latest SEC filing

* Company owned stores

Source: AAIA Factbook or latest SEC filing

-

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

31% 32% 34% 36% 38% 41% 42% 44% 45% 47%

Top 10 Auto Parts Stores Industy

48%

Fragmented Market:

8

Industry Opportunities Size of Automotive Aftermarket

Total Market:

$231 Billion

O‟Reilly Addressable Market:

$131 Billion

Source: AAIA Factbook

Total U.S. Light

Vehicle Population

8% increase in Total

Light Vehicle Population

from 2002 to 2012 200

225

250

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

229

234 238

241 245

248 250 250 248 248 247

Source: AAIA Factbook

In M

illi

on

s

DIY sales,

$45,746

Auto Parts

share of DIFM sales,

$85,627

Labor share

of DIFM sales,

$70,059

Tire sales,

$29,800

13%

20%

30%

37%

9

In M

illi

on

s

Year-to-Date 2013 Highlights

Opened 111 net, new stores

3.6% comparable store sales versus 4.9% for the same period in 2012

Operating margin increased to 16.6%

$2.94 diluted EPS versus $2.29 for the same period in 2012

$263 million in free cash flow

3rd quarter diluted EPS guidance of $1.60 to $1.64 versus $1.32 for the same period in 2012

2013 full-year diluted EPS guidance of $5.79 to $5.89 versus $4.75 in 2012

10

Inventory Initiatives

• Expanded existing store level inventories by $140 million

• Increase Master Inventory store network

• From 192 stores at the end of 2011 to 251 stores today

• Emphasis on hard part “back-room” products

• Both Brand and Private label SKUs

Improved Market Position in 2012

• Project 2013 average inventory per store to be flat with 2012 levels

• Continue to refine inventory mix to maximize total investment

• Opportunity to continue to grow Vendor Financing Program

Inventory Investment

• Continue to build vendor relationships

• Broaden product line coverage

Import Parts Focus

11

12

Store Operations and Sales:

Jeff Shaw Executive Vice President of Store Operations

and Sales

O‟Reilly Business Model

Mission Statement…We will be the dominant auto parts supplier in all our market areas

Dual Market Strategy

“Culture Driven” Leadership

Initiatives and Programs

Industry Leading Parts Availability

13

“Top Notch” Customer Service

14

Dual Market Strategy Established track record of serving both DIY

and DIFM Customers

Greater market penetration and reduced

vulnerability to competition

Allows us to profitably operate in large and

small markets

Enhances service levels offered to our DIY

customers

Leverages our existing retail store locations and

extensive distribution infrastructure

Store manager drives professional sales

model supported by over 600

dedicated outside sales people

Primary factor in making a buying decision for both DIY and DIFM customers is parts availability

24 regionally deployed DCs service stores at least 5 nights a week

DCs stock an average of 142,000 SKUs

All DCs are linked to master inventory DCs (excluding Lewiston)

85% of stores receive multiple daily deliveries from DCs or Hub stores

251 Hub stores carrying an average of 42,000 SKUs

15

“Culture Driven Leadership

Philosophy

• Replicate the O‟Reilly Culture

• Strong “promote from within” philosophy

• “Hands on” Proven Management Team

• 10 Div Mgrs with 268 years experience in our industry!

• “LEAD” Program (Leadership Enhancement and Development)

• Improved resources to help field management identify talented

and motivated potential leaders

• Improved assessment tools to help developmental needs

• Better tracking and visibility of LEAD participant‟s progress

• Goal…Developing well-prepared Field management that will

LEAD us to MARKET DOMINATION

16

O‟Reilly Customer Service

“Top Notch” Service Levels

“Never Say No”

Programs

• “Professional Parts People”

• “Roll out the red carpet for everyone”

• “Out Hustle and Out Service” the competition

• “Exhaust all resources to take care of our customer”

•Technical Support Department

•42 TMs with 590 years of automotive experience

• DIY Customer Assistance

•O‟Reilly Customer Gauge

17

We Sell Parts… But we‟ve been in the

“Customer Service” business since 1957

Store Focused Training

Ongoing Field Training

• LMS Training – Automotive Systems, Product Knowledge

• Interactive Related Selling Training

• Trouble Code Support

• Store Operations Workshops – Customer Service, Store Procedures

• Sales Workshops – Sales Specialist, Installer Service Specialist

• Entry Level Leadership Field Workshops

• Corporate Leadership Development

18

O‟Reilly Initiatives

Technology O‟Cat – Proprietary Electronic Catalog

• Completed roll out to all stores last year

• More lookup information

• Back to 1942

• Better search functionality

• O’Reilly controls display order

• Ability to update information quicker

• Rich Content

• Pictures, diagrams, specs, etc.

• New…Powersports Applications

•Motorcycle, ATV, UTV, Snowmobiles

19

Ongoing O‟Reilly Initiatives

Professional Service Commitment since 1957

Relationships

Programs

• “First Call” Commitment to Professional Customer

• Technical/Business Training – 12,100 techs trained YTD

• Business partnership

• “Work on their Business…Not in their Business”

• Shop referral program

• Improved First Call Online website

• Certified Auto Repair enhancements

• New…Certified Truck Repair

20

21

2013 Advertising and Marketing

Strategies:

Doug Ruble Vice President of Advertising and Marketing

Loyalty Card Program

.

Program Basics

• Get $5 back for every $150 you spend at O‟Reilly

• Issued whenever the $150 threshold is reached

• In-store credits with a 90 day expiration

Pilot in 1H „13

• 287 locations located in Atlanta, Cleveland, Little Rock, McAllen and Salt Lake City

• Initial feedback positive

• Making enhancements based on feedback

Full Rollout in Q4

• Company-wide rollout beginning in October

• Excited about opportunity to increase DIY customer engagement

• Direct marketing / CRM benefits

22

• Expand campaign to include “Click-to-Print” coupons

• Electronic delivery of sales flyers

• “Text-to-Win”

• Location based targeting

• QR Codes

Digital

Mobile

Digital / Mobile / Social Marketing

Team

• Hired a Manager

• Formed a dedicated team

Strategy

• Educate customers on maintaining, repairing and improving their vehicles

Platform

• Expand beyond Facebook

Social Marketing

23

Other Ongoing Marketing Activities

24

Continued National, Regional and Local Motorsports Sponsorships

Ongoing National Radio and Print advertising to grow Brand Awareness

Sponsorship of Mayweather / Canelo fight in Las Vegas

WWE Pay-Per-View sponsorship with consumer promotions

25

Growth:

Scott Kraus Vice President of Real Estate Expansion

26

O‟Reilly Growth Focus

Invest and grow market share in existing markets

Continued expansion through new store growth - 190 new stores in

2013

Continued focus on consolidating the

industry

VIP Acquisition provides a

springboard into North East expansion

0

20

40

60

80

100

120

140

160

180

200

Greenfield Store Growth Top 10 States

Texas…………......

California………..

Missouri………….

Georgia…………..

Illinois…………….

Tennessee…….......

Washington………

North Carolina..…

Arizona…………..

Ohio………………

593

493

185

172

152

147

146

132

131

122

Untapped Markets

Connecticut

Delaware

South Florida

Maryland

Massachusetts

New Jersey

New York

Pennsylvania

Rhode Island

Vermont

27

28

Store & Revenue Growth

188 219 259

491 571

672

875 981

1,109 1,249

1,470 1,640

1,830

3,285 3,421

3,570

3,740

3,976

4,166

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013E

Total Stores Sales (in millions)

Notable acquisitions: 1998 Hi/LO – 182 stores acquired; 2001 Midstate – 82 stores acquired; 2005

Midwest - 72 stores acquired; 2008 CSK Auto – 1,342 stores acquired; 2012 VIP Auto – 56 stores acquired

2013 Guidance Full Year:

$6.6 to $6.7 Billion in Sales

190 New Stores

29

Distribution System Growth

• Attractive markets

• Potential growth for several hundred stores

• New Distribution Center – Central Florida

• 388,000 square feet

• Capacity to service over 300 stores

• Estimated opening date – Early 1Q 2014

• Will service approximately 80 stores upon opening

Central and Southern Florida

• Third largest population center in United States

• Currently have over 100 stores in greater Chicago metropolitan area

• Tremendous market share potential

• New Distribution Center – Western Chicago

• 363,500 square feet

• Capacity to service 250 stores

• Estimated opening date – 3Q 2014

• Will service approximately 180 stores upon opening

Chicago Illinois

30

Financial Overview:

Tom McFall Executive Vice President of Finance and

Chief Financial Officer

31

Comparable Store Sales 2013 Guidance

3rd Quarter:

4% - 6%

(3Q 2012: 1.5%)

Full Year:

3% - 5%

(2012: 3.8%)

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

2002 2003 2004 2005 2006 2007 2008 ¹ 2009 2010 2011 2012 Q2

2011

Q2

2012

Q2

2013

YTD

'11

YTD

'12

YTD

'13

3.7%

7.8%

6.8%

7.5%

3.3%

3.7%

1.5%

4.6%

8.8%

4.6%

3.8%

4.4%

2.5%

6.5%

5.0% 4.9%

3.6%

¹ Includes CSK from July 11 through year end

32

Adjusted Operating Margin 2013 Guidance

Full Year:

16.0% - 16.4%

¹ Includes CSK from July 11 through year end

² Excludes the impact of CSK DOJ investigation charges

9.0%

10.0%

11.0%

12.0%

13.0%

14.0%

15.0%

16.0%

17.0%

18.0%

2002 2003 2004 2005 2006 2007 2008 ¹ 2009 2010 ² 2011 ³ 2012 Q2

2011

Q2

2012

Q2

2013

YTD

'11

YTD

'12

YTD

'13

10.9% 11.0% 11.1%

12.3% 12.4% 12.1%

9.4%

11.1%

13.6%

14.9%

15.8%

15.0%

15.6%

17.3%

14.6%

15.9%

16.6%

³ Excludes impact of former CSK Officer clawback

33

Adjusted EPS Growth 2013 Guidance

3rd Quarter:

$1.60 - $1.64

Full Year:

$5.79 - $5.89

$-

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

$4.50

$5.00

$0.76 $0.92

$1.25 $1.45 $1.55

$1.67 $1.64

$2.23

$3.05

$3.81

$4.75

$0.96 $1.15

$1.58 $1.78

$2.29

$2.94

4

1 Adjusted diluted earnings per share, excluding the impact of CSK acquisition related charges 2 Adjusted diluted earnings per share, excluding the impact of CSK DOJ investigation charges and CSK notes receivable recovery

³ Adjusted diluted earnings per share, excluding the impact of debt issuance and interest rate swap write off charges and former CSK officer clawback 4 Adjusted diluted earnings per share, excluding the impact of debt issuance and interest rate swap write off charges

($1,500)

($1,000)

($500)

$0

$500

$1,000

2007 2008 2009 2010 2011 2012 YTD 2011 YTD 2012 YTD 2013

Mil

lion

s

Change in Net Inventory Investment

Capital Expenditures

Free Cash Flow

Share Repurchases

2013 Guidance (in millions):

Full Year:

Cap Ex: $385 - $415

Free Cash Flow: $450 - $500

34

Free Cash

AP to

Inventory

Ratio 43.2% 46.9% 42.8% 44.3% 64.4% 84.7% 54.8% 79.2% 87.8%

0

5

10

15

20

25

30

35

40

$-

$0.5

$1.0

$1.5

$2.0

$2.5

$3.0

$3.5

Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013 July '13

Mil

lion

s

Bil

lion

s

Cumulative Repurchases ($) Repurchased During Period ($) Cumulative Shares Repurchased

Share Repurchases

35

Use of Capital

1. Greenfield Store Growth

• 2010-149 2011-170 2012-180 2013-E190

2. Consolidate the Market

• Notable Acquisitions in our History:

1998-Hi-Lo 2001-Mid-State 2005-Midwest 2008-CSK 2012-VIP

3. Capital Structure

• Focus on maintaining or improving Investment Grade Credit Ratings

• Conservative Adjusted Debt to Adjusted EBITDAR target ratio of 2.00 to 2.25 times (Currently 1.98 times)

• Initial share repurchase authorization in January 2011

• May 2013 Board approval increased cumulative authorization to $3.5 billion

36

Question & Answer Session

• Question & Answer Session 9:30 – 10:30

• Distribution Center Tour 10:30 – 11:00

• Light Lunch with O’Reilly Management Team

11:00 – 11:45

• Store Tours 11:45 – 2:00

• Shuttle to Salt Lake City Airport 2:00 Sharp